Index
A
- action
- intent, translating into / Translate intent into action, Assess the current state, Envision the future, Plan the change, Don't copy frameworks blindly, Balance evolution and execution, Keep teams stable, Leverage ways of working using propagation techniques, Agility as a journey and not a destination
- adaptive behavior
- reference link / What are CAS?
- Adhocracy / Adhocracy as a decision-making model
- Agile
- values / The values and principles of Agile
- principles / The values and principles of Agile
- in information technology (IT) / Agile is a resounding success in IT
- in business / Agile has also made a difference to the business world
- adoption issues / Issues with Agile adoption and scaling, Adoption without addressing systemic issues, Early visibility of issues seen as a problem with Agile, Underestimating the extent and impact of change
- scaling issues / Issues with Agile adoption and scaling, Adoption without addressing systemic issues, Early visibility of issues seen as a problem with Agile, Underestimating the extent and impact of change
- enhancing, need for / The need for enhancing agility
- iInternal-oriented values / Internal-oriented values
- Agile Manifesto
- about / The Agile Manifesto
- Agile Maturity Model (AMM) / Assess the current state
- Agile transformation
- versus Agility enhancing / Enhancing agility is not the same as Agile transformation
- agility
- Agility / Adopting Agile is not enough
- properties / Properties of agility
- values, aligning to / Values aligned to agility
- external-oriented values / External-oriented values
- behaviors, aligning to / Behaviors aligned to agility, Treat failure as a learning opportunity, Value team spirit over individual heroics, Diversity of thought valued, Recognize the last responsible moment
- workplace, aligning to / Aligning the workplace to an agility-enabling culture
- agility enablers, people
- psychological safety / Psychological safety
- competency-driven people development / Competency-driven people development
- intrinsic motivation / Intrinsic motivation, Mastery, Purpose
- employee engagement / Engagement, Ability to have fun at work, Hiring for diversity, Holistic and frequent feedback on performance, Learning culture
- agility enablers, technology
- business-technology alignment / Business-technology alignment and collaboration, Business appreciating the nature of technology work, Make the business self-reliant
- business-technology collaboration / Business-technology alignment and collaboration, Business appreciating the nature of technology work, Make the business self-reliant
- Agile / Agile and DevOps
- DevOps / Agile and DevOps
- technology artisanship / Culture of technology artisanship
- portfolio management / Portfolio management
- evolutionary architecture / Evolutionary architecture
- core capabilities, building internally / Build core capabilities internally
- T-shaped skills / T-shaped skills
- platforms / Platforms
- Agility enhancing
- versus Agile transformation / Enhancing agility is not the same as Agile transformation
- agility inhibitors, governance
- silos optimization / Optimization of silos
- watermelon metrics / Watermelon metrics
- vanity metrics / Vanity metrics
- lagging indicators / Lagging indicators
- metrics, driving wrong behaviors / Metrics that drive wrong behaviors
- artificial intelligence (AI) / Seize opportunities to automate
- average handle time (AHT) / Ability to apply systems thinking
B
- bandwagon effect bias / Bandwagon effect bias
- behavioral capabilities / Behavioral capabilities, Tolerance toward failure, Comfort with "VUCA", Connection through engagement, Ability to apply systems thinking, Being technology aware, Following servant leadership, Balancing the paradoxes, Encouraging inclusivity and diversity, "Humble inquiry"
- behavior changes
- behaviors
- broken processes
- agility inhibitors / Broken processes, Processes not being fit for purpose
- business administration
- reference link / Disruptive innovations
- business as usual (BAU) / Plan the change
- business process outsourcing (BPO) / Define the capabilities underlying agility
- BYOD (bring your own device) / Communication and collaboration tools
C
- capabilities, Agility
- responsiveness / Responsiveness
- versatility / Versatility
- flexibility / Flexibility
- resilience / Resilience
- innovativeness / Innovativeness
- adaptability / Adaptability
- change Agility / Dimensions of leadership
- change approaches, enterprise
- big bang approach / Plan the change
- roadmap-driven approach / Plan the change
- Change Control Board (CCB) / Significance
- change for organizations
- significance / Significance
- learning / People do not resist change, Things will get worse before they get better, Continuous adaptation should be the norm, Need to slow down to go faster, Watch out for change fatigue, Don't "steamroll" the "laggards", Sense of purpose over sense of urgency, Clarity on "what's in it for me?", Small gestures of appreciation can have disproportionate positive impact, Respect the hard constraints, Don't manage change, facilitate it
- cognitive biases
- awareness / Awareness of cognitive biases
- collective behavior
- reference link / What are CAS?
- Communities of Practices (CoPs) / Build social density
- complex adaptive systems (CAS)
- about / Complex adaptive systems (CAS) – a proven model of high agility, What are CAS?
- characteristics / Characteristics of a CAS
- autonomous agents / Autonomous and self-organizing agents, Agents' interactions influence system behavior, Variety is a source of strength, The nonlinear relationship between cause and effect
- self-organizing agents / Agents' interactions influence system behavior, Variety is a source of strength, The nonlinear relationship between cause and effect
- high Agility / Reasons for high agility in a CAS
- complex systems
- reference link / What are CAS?
- confirmation bias / Confirmation bias
- continuous integration (CI) / Don't "shoot the enablers"
- core capabilities, COTS products
- infrastructure vulnerability / Infrastructure vulnerability
- COTS products
- for core capabilities / COTS products for core capabilities
- culture
- changing / Changing mindset and culture
- culture and mindset ecosystem / The culture and mindset ecosystem
- customer
- agility effectiveness, inhibitors / Inhibitors to the effectiveness of agility, Exploitation mindset, Taking customers for granted, Focusing only on linear customer journeys, Make assumptions about customer needs and preferences, Ignoring end users
- agility effectiveness, enablers / The "customer-first" culture, Aim for customer delight, Understand what value means to the customer
- custom off-the-shelf (COTS) / COTS products for core capabilities
D
- dimensions, leadership
- mental Agility / Dimensions of leadership
- people Agility / Dimensions of leadership
- change Agility / Dimensions of leadership
- result Agility / Dimensions of leadership
- self-awareness Agility / Dimensions of leadership
- distributed teams
- agility impediments / Inhibitors to agility, Language differences, Trust deficit, Risk of unpleasant surprises when "everything comes together"
- enablers for enhancing agility / Enablers for enhancing agility
- dynamic network analysis (DNA)
- reference link / What are CAS?
E
- emotional intelligence (EI) / Emotional intelligence
- emotional quotient (EQ) / Emotional intelligence
- enablers
- for enhancing agility / Organize teams around business outcomes, Self-organizing teams, Coaching, Team chemistry, Stable teams, Flat(ter) structure, Repurpose the "frozen middle layer", Enable learning through communities, Adhocracy as a decision-making model, Supportive tooling, Flexible, adaptable, and lean structure
- enablers for enhancing agility, distributed teams
- people / Proxy product owner/business representative, Cross-pollination, Cultural sensitivity, Feedback culture, Leverage effective communicators
- process / Inception/project kick-off workshop, Joint stand-ups, Maximize overlapping hours
- tools / Tools and infrastructure, Electronic work pipeline, Coding standards, Network connectivity
- infrastructure / Tools and infrastructure, Electronic work pipeline, Coding standards, Network connectivity
- structure / Cross-functional teams, Conway's law, Perception of power
- enablers for enhancing agility, technology partners
- working ways / True spirit of partnership, Outcome-focused partnership, Agile contracts, Agile awareness and training, Coaching, Social contract, Alignment on estimation framework and standards, Ensure infrastructure and security alignment upfront, Governance mechanism for handling escalations, Heads up on changes in capacity, Learning through pairing, Monitor time in wait states post-handoffs closely, Knowledge transfer
- behaviors / Behaviors, Empathy, Pick your battles
- enterprises
- working / What has worked in the past is unlikely to work now
- changes / Change as an opportunity
- implications / Implications for enterprises, Responsive structure, Encourage healthy friction, Balance proximity and modularity, Cultivate diversity, Build on emergence, Shorter feedback loops, Selective destruction, Simple rules, Prioritize effectiveness over efficiency, Monitor and leverage patterns
- enterprises, with high Agility
- characteristics / Characteristics of enterprises with high agility
- Extreme Programming (XP) / Internal-oriented values
F
- fast-paced change
- Forbes
- reference link / Taking customers for granted
- fourth industrial revolution
- significance / The significance of the fourth industrial revolution
G
- GDPR (General Data Protection Regulation) / Exploitation mindset
- generalizing specialists / T-shaped skills
- Global In-house Centers (GICs) / Treating the technology department as a cost center
- governance
- agility inhibitors / Inhibitors to agility, Sunk cost fallacy, Annual budgeting, Governing for compliance and documentation, Projects/initiatives delinked from strategy
- agility enablers / Enablers to agility, Value-driven prioritization, Continuous validation of value, Incremental funding, Balancing of leading and lagging indicators, Attend showcases/demos, End-to-end link between purpose and initiatives
- guru bias / "Guru" bias
H
- highest paid person's opinion (HIPPO) / Monitor and leverage patterns
- human-centered design (HCD) / Understand what value means to the customer
I
- information technology (IT) / Significance
- innovation
- reference link / Disruptive innovations
- intelligence quotient (IQ) / Emotional intelligence
- intent
- translating, into action / Translate intent into action, Assess the current state, Envision the future, Plan the change, Don't copy frameworks blindly, Balance evolution and execution, Keep teams stable, Leverage ways of working using propagation techniques, Agility as a journey and not a destination
K
- key performance indicators (KPIs) / Assess the current state
- knowledge transfer (KT) / Knowledge transfer
L
- leadership
- about / Significance
- dimensions / Dimensions of leadership
- resilience / Resilience
- responsiveness / Responsiveness
- leadership alignment
- need for / Leadership alignment on the need for change
- lean value tree (LVT) / End-to-end link between purpose and initiatives
- lever points / Experiment with lever points
M
- market (economics)
- reference link / Disruptive innovations
- Massachusetts Institute of Technology (MIT) / Repurpose the "frozen middle layer"
- McKee Wallwork + Co.
- reference link / Focusing only on linear customer journeys
- mechanistic approach / The mechanistic approach that is outdated for enterprise modeling
- mental Agility / Dimensions of leadership
- mindset
- about / What is mindset?
- changing / Changing mindset and culture
- minimum viable product (MVP) / Incremental funding, Plan the change
- Multiprotocol Label Switching (MPLS) / Ensure infrastructure and security alignment upfront
- MVPs (minimum viable products) / Understand what value means to the customer
N
- Net Promoter Score (NPS) / The "customer-first" culture
- non-performing account (NPA) / Sunk cost fallacy
O
- Offshore Development Centers (ODCs) / Treating the technology department as a cost center
- optimal Agility / Optimal agility
- organization culture
- about / What is culture?
- ownership transfer (OT) / Knowledge transfer
P
- PBD (privacy by design) / Exploitation mindset
- people
- people Agility / Dimensions of leadership
- personal traits / Personal traits, Willingness to expand mental models, Emotional intelligence, Courage, A passion for learning
- preceding diagram
- about / Leverage ways of working using propagation techniques
- pairing / Leverage ways of working using propagation techniques
- project team rotation / Leverage ways of working using propagation techniques
- split and seed / Leverage ways of working using propagation techniques
- processes
- agility inhibitors / Inhibitors to agility
- aiming for 100% utilization / Striving for 100% utilization
- estimation and capacity planning / Estimation and capacity planning done by "outsiders"
- enablers for enhancing agility / Enablers for enhancing agility, Valuable inputs, "Pull-based" flow, Make it visual, Seize opportunities to automate, Use of enabling tools, Build quality in, Enable teamwork and shared ownership
- capacity, determining based on throughput / Determine capacity based on throughput
- product owner (PO) / Enable learning through communities
- Professional Development Units (PDUs) / Learning culture
- projection bias / Projection bias
- project management office (PMO) / Agile and DevOps, Governing for compliance and documentation, Assess the current state
- purpose of enterprise
- redefining / Redefine/validate the purpose of the enterprise
- validating / Redefine/validate the purpose of the enterprise
R
- request for proposal (RFP) / Ignoring end users
- results Agility / Dimensions of leadership
- rigid processes
- agility inhibitors / Rigid processes
S
- self-awareness / Dimensions of leadership
- self-organization
- reference link / What are CAS?
- self-organizing teams
- characteristics / Self-organizing teams
- service-level agreement (SLA) / Lagging indicators
- stability bias / Stability bias
- subject matter experts (SMEs) / Ignoring end users
T
- Taylor's scientific management theory / Taylor's scientific management theory – the roots of mechanistic modeling, Processes and methods should drive ways of working
- technology
- agility inhibitors / Inhibitors to agility, Treating the technology department as a cost center, The "stepchild" treatment of the technology function, Obsolete legacy systems, Silos within the technology function, Lack of engineering practices, The bimodal approach
- agility enablers / Enablers to agility
- technology partners
- agility inhibitors / Resistance and concerns in adopting Agile ways of working, Transactional relationship, Frozen contracts
- enablers for enhancing agility / Enablers for enhancing agility
- time and materials (T&M) / Agile contracts
- trunk-based development (TBD)
- reference link / Source control system
U
- unique selling proposition (USP) / COTS products for core capabilities
- user acceptance testing (UAT) / Ignoring end users
V
- value network
- reference link / Disruptive innovations
- values
- aligning, to Agility / Values aligned to agility
- value stream mapping (VSM) / Assess the current state
W
- Weighted Shortest Job First (WSJF) / Value-driven prioritization
- work in process (WIP) / "Pull-based" flow
- workplace
- aligning, to Agility / Aligning the workplace to an agility-enabling culture